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In September 2015, the Community and Protective Services Committee of the City of London, Ontario, needed to report on options for potentially regulating ridesharing services provided by Uber Technologies Inc. (Uber) and other e-hail services that were upending traditional taxi services in the city and across the country. The committee needed to investigate similar situations in other jurisdictions and present the available options to London City Council, keeping in mind the city's primary concerns of health and safety, consumer protection and quality of life, and effective and efficient service delivery. The key challenge was to make ethical recommendations that took all stakeholders into account. Fundamental to the report was whether Uber should be defined as a technology company or a taxi company.

In September 2015, the Community and Protective Services Committee of the City of London, Ontario, needed to report on options for potentially regulating ridesharing services provided by Uber Technologies Inc. (Uber) and other "e-hail" services that were upending traditional taxi services in the city and across the country. The committee needed to investigate similar situations in other jurisdictions and present the available options to London City Council, keeping in mind the city's primary concerns of health and safety, consumer protection and quality of life, and effective and efficient service delivery. The key challenge was to make ethical recommendations that took all stakeholders into account. Fundamental to the report was whether Uber should be defined as a technology company or a taxi company.

The vice-president of the National Association of Software and Services Companies (NASSCOM) was reflecting on the role NASSCOM currently played: it was considered the voice of the software and services industry in India and had been extremely successful in promoting Indian information technology (IT) to the world. Each success had now forced NASSCOM to reconsider its goals to better align itself to the complex needs of the quickly evolving IT business process outsourcing (IT-BPO) industry in India. The vice-president had been asked to address attendees at a leadership conference with details of NASSCOM's strategic refocusing. How could NASSCOM maintain its relevance in an industry that was already considered a global leader? How would NASSCOM position itself in response to its own president's desire to focus on the small-medium enterprise (SME) segment of the Indian industry, and also in response to a report that identified the domestic market as a significant future growth driver of IT enabled services? What role would it play, and how would it get there?